The life cycle, achievements and transformation of the New Zealand Mental Health Commission: opportunities and risks
| Date | 30 November 2012 |
| Published date | 30 November 2012 |
| DOI | https://doi.org/10.1108/13619321211289263 |
| Pages | 187-198 |
| Author | Peter McGeorge |
| Subject Matter | Health & social care |
The life cycle, achievements and
transformation of the New Zealand
Mental Health Commission: opportunities
and risks
Peter McGeorge
Abstract
Purpose – The aim of the paper is to describe the ‘‘organisational lifecycle’ ’ of the New Zealand Mental
Health Commission (NZ MHC) including factors that led to it being established, the evolving phases of
the work it undertook and its key achievements, the critical success factors, the rationale behind its
disestablishment and transfer of its core functions to another entity.
Design/methodology/approach – The methodology is a review of relevant documents and interviews
of previous Commissioners, and insights of the final two Chair Commissioners and authors.
Findings – The NZ MHC was established to provide government with independent advice on how to
develop the capacity and capability of mental health and addictions services for those people with the
highest and most complex needs, estimated to be approximately 3 percent of the population. Having
successfully led changes to achieve this goal as set out in The Blueprint of 1998 it is now influencing
government policy and services to achieve better mental health and well-being for the whole population
as per Blueprint II, published in 2012. The NZ Government clearly values the role of Mental Health
Commissioner which has been transferred to the Office of the Health and Disability Commissioner from
July 2012 at the time the Commission is disestablished.
Research limitations/implications – The paper relies on insights of those in Commission leadership
roles.
Practical implications – OtherCommissions may gain insight into their own evolutionary pathways and
proactively manage them.
Social implications – Optimal mental health and wellbeing for society requires policy that
simultaneously takes a ‘‘whole of society’’ approach and focuses on responding to people with the
highest needs.
Originality/value – The paper shows that there are significant concerns about the disestablishment of
the Mental Health Commission in New Zealand and little understanding of the underlying rationale for the
organisational changes.
Keywords Mental health commission achievements, Disestablishment, Blueprint,
Mental health services, Organizational structures, New Zealand, Change management
Paper type Case study
Introduction
The New Zealand Mental Health Commission (NZ MHC) (‘‘The Commission’’) was
established following the report of Judge Ken Mason commissioned by the NZ Ministry of
Health (Mason et al., 1996). This report noted significant problems in gaining access to
mental health services, leadership within the mental health sector, lack of consumer and
family focus, and problems with the funding, administration and organisation of services.
Severely critical of past and current government efforts to deliver high quality,accessible and
consumer focussed services to the New Zealand public, it recommended a National Mental
DOI 10.1108/13619321211289263 VOL. 17 NO. 4 2012, pp. 187-198, QEmerald Group Publishing Limited, ISSN 1361-9322
j
MENTAL HEALTHREVIEW JOURNAL
j
PAGE 187
Peter McGeorge is based
at St Vincent’sUrban Mental
Health and Well-being
Research Institute, Sydney,
Australia.
Dr Barbara Disley Foundation
Chair Mental Health
Commission, Dr Lynne Lane
Current Chair Mental Health
Commission, Tony Littlejohns,
Capital and Coast District
Health Board Mental Health
Services and Professor Alan
Rosen, Universities of
Wollongong and Sydney.
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