Community Mental Health Administrators Research Articles

Job Satisfaction and Burnout Among VA and Community Mental Health Workers

Building on two independent studies, we compared burnout and job satisfaction of 66 VA staff and 86 community mental health center staff in the same city. VA staff reported significantly greater job satisfaction and accomplishment, less emotional exhaustion and lower likelihood of leaving their job. Sources of work satisfaction were similar (primarily working with clients, helping/witnessing change). VA staff reported fewer challenges with job-related aspects (e.g. flexibility, pay) but more challenges with administration. Community mental health administrators and policymakers may need to address job-related concerns (e.g. pay) whereas VA administrators may focus on reducing, and helping workers navigate, administrative policies.

Understanding Community Mental Health Administrators' Perspectives on Dialectical Behavior Therapy Implementation

In this study, key informant interviews were conducted with 13 administrators from nine community-based mental health agencies implementing dialectical behavior therapy in order to assess their perspectives on implementation. Four major themes were identified. They include opinions about dialectical behavior therapy and its fit with existing practices, resource concerns (for example, reimbursement issues, time commitment, and staff training), staff selection for training and staff turnover, and ongoing client referrals. Understanding agency administrators' unique perspectives and addressing their concerns is critical to treatment implementation given administrators' role in determining whether and how a treatment will be implemented. Better understanding of the fit between dialectical behavior therapy and existing service structures, the impact of staff turnover on implementation, and the resources required for implementation are all needed to ensure successful implementation and sustainability.

Disaster response: community mental health service capacity in the USA

Following a natural disaster such as a major hurricane or flood, the ability of community mental health facilities to respond during the recovery stage of the disaster with adequate resources and capacity to meet community needs is critical to the recovery process. Community mental health agencies have a critical role to play in preparing for and responding to large-scale disasters, such as hurricanes Katrina and Rita of the 2005 storm season. The timely provision of mental health services to disaster victims has long been recognised as an important component of effective emergency management. In addition to a discussion of the findings from previous research studies conducted throughout the USA addressing the issue of mental health community response following a disaster, this paper will present the survey findings of a retrospective research study designed to assess the status of emergency disaster preparedness and client service capacity at community mental health facilities prior to and following the Katrina/Rita disaster in the southern USA. This discussion will also provide a qualitative assessment of the responses provided by community mental health administrators one year after Katrina/Rita, when they were asked to identify the resources needed by their facilities to effectively address future disasters.

Eliminating The Wait For Mental Health Services

Timely access to mental health services is critical to successful treatment of adults with severe and persistent mental illness, and timeliness is a key quality indicator in calls for improvement to the health care system. Waiting weeks for a psychiatric appointment results in increased psychiatric hospitalizations, decompensation, and risk for suicide. However, many community mental health administrators assume that waiting lists for services are inevitable given the high demand for services. The present study evaluates the successful efforts of a large urban community mental health center to eliminate the wait for psychiatric services in an adult outpatient setting. Through systematic changes in the service delivery system, the wait time for a psychiatric appointment was reduced from 13 days to 0 days, and the no-show rate dropped from 52 to 18%. Furthermore, these changes were associated with reduced psychiatric hospitalizations and improved staff morale and teamwork. The change processes implemented can be successfully applied to other systems problems confronting mental health agencies.

Parental Psychiatric Disorder: Distressed Parents and Their Families, 2nd ed.

Parental Psychiatric Disorder: Distressed Parents and Their Families, 2nd ed.

HIV-related services for persons with severe mental illness: Policy and practice in new hampshire community mental health

Rates of HIV and HIV risk behaviors are elevated among people with severe mental illnesses (SMI). Little is known about the extent to which community mental health (CMH) centers screen, refer, and educate their clients regarding HIV and sexually transmitted diseases (STDs). The authors surveyed CMH administrators and clinicians in New Hampshire regarding HIV/STD policy, practices, knowledge, and attitudes. HIV/STD service availability varied, and the amount of services provided was unrelated to the prevalence of HIV and AIDS in that region. Clinicians were knowledgeable about general HIV information but lacked specific knowledge about HIV related to persons with SMI. CMH staff had positive attitudes about helping clients with HIV issues. Administrators were interested in receiving training. Policy leadership, CMH practice guidelines, and training are warranted in light of the pressing public health implications of HIV/STDs among people with SMI.

Responsibilities and training needs of mental health administrators

This paper reports findings of a needs assessment in the area of training programs for senior mental health administrators. Questionnaires (N=530) were sent; 169 to county and regional state mental health administrators; 331 went to community mental health administrators. The response rate was 43%. Thirty-four percent of the public sector respondents listed “general administration” as their first topic; “fiscal issues” were listed by 19%; 18% listed “personnel administration” first. Second topics chosen for training by the public sector administrators were general administration (17%), financial management (24%), and personnel (20%). As their first topics of choice for future training, 37% of the community mental health administrators selected general administration areas, 27% selected financial management, and 10% personnel. Training for mental health administrators has the potential for substantial enrichment through the design and implementation of carefully planned programs. Results from this needs assessment show the continued strong need for such training.

A state-wide assessment of training needs of community mental health administrators.

In order to construct a trainee-designed continuing education (CE) program for administrators, a training needs assessment of all community mental health agencies in Illinois was conducted using a framework of pertinent organization, task, and individual variables. Mental health administrators were, indeed, interested in CE. Areas of interest included leadership, clinical services, planning and evaluation, supplemental services, accountability and accreditation. Funding source was the key variable in relation to training priorities. However, other variables such as comprehensiveness, caseload, serving all ages, and years of experience were also related to training interests. There were contrasts in organization, task, and administrator variables but not in training preferences in relation to geographic location. Implications of administrator/agency descriptive data for the planning of CE are discussed.

A Continuing Education Model for Community Mental Health Administrators

(1983). A Continuing Education Model for Community Mental Health Administrators. The Journal of Continuing Higher Education: Vol. 31, No. 4, pp. 27-29.

Inter-organizational relations: A training program for community mental health administrators

With the development of community mental health centers, maintaining good interorganizational relations has become a central task for mental health administrators. The author presents a training program for CMHC directors and others to help them work more effectively in this field.