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| Published date | 01 September 1998 |
| Pages | 7-7 |
| Date | 01 September 1998 |
| DOI | https://doi.org/10.1108/13619322199700023 |
| Subject Matter | Health & social care |
The Mental Health Review 2:3 ©Pavilion Publishing (Brighton) 1997 7
Mental Health: Performance Management – Myth or Reality? A Personal View
So where are these informed purchasers to be
found and what are their backgrounds likely to be?
The answer is that they come from a wide variety
ofbackgrounds and experiences. The good ones
all have one thing in common. That is a desire to
improve the lot of people with mental health
problems. This work is strongly value-based and
aslong as individuals possess the right values then
they can learn about mental health.
However, it is necessary to ensure that they are
supported within their purchasing organisation. This
means that the chief executive, chair and directors
must take the mental health agenda seriously and
not see it as an irritation that gets in the way of
them sorting out the acute sector. The director of
finance is a crucial player, in that disentangling where
mental health monies are and what they are being
spent on is a major task. Public health medics, who
take an interest in mental health can be invaluable.
The needs assessment work which should be under-
taken in each authority is an essential prerequisite to
evaluating how well services are meeting objectives.
The health authority should also be assessing how
competent primary care is in both its purchasing
and providing role and agreeing how this should be
supported and improved.
When all of this has been said, perhaps the
most effective way of finding out what is happening
is to have extensive networks linked to the users
of the service and their carers, who can give us their
perceptions of what is happening. Why has it take
us to long to realise that, if we are not improving the
quality of life for people, then our organisations, the
professionals and all of us are failing a very vulnerable
group in society?
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