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Mental Health System Transformation: Drivers for Change, Organizational Preparation, Engaging Partners and Outcomes
Deborah J Corring1, Sandy Whittall2, Jill MustinPowell3
1Owner/operator of the consulting firm Client Perspectives and recently retired as the project lead for Mental Health Transformation, St. Joseph's Health Care London. Her research interests include understanding the mental healthcare service user experience in order to improve service delivery and enhance the recovery process and quality of life for persons living with serious and persistent mental illness and the use of smart technology to enhance functioning in the community.
Abstract:
St. Joseph's Health Care London (hereafter referred to as St. Joseph's) is a publicly funded hospital that has led mental health (MH) service system transformation in south west Ontario following directives from the Health Services Restructuring Commission (HSRC) (Sinclair 2000). This paper documents how provincial policy; HSRC directives; use of change management activities; organizational planning; and partnerships with other hospitals, community agencies and LHINs drove, shaped and accomplished the transformational change. The transformation included divestment of beds and related ambulatory services to four other hospitals, closure of beds and employment services and the construction of two state-of-the-art facilities. This paper documents the tracking of system performance measures and the outcomes that resulted.
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