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Mental health frontline workers can and do provide fundamental support in the wellness of people with serious mental illness. The City University of New York offered a non‐credit Certificate in Wellness Coaching to this group. The purpose of this paper is to describe the certificate and the program outcomes.

Primary data collected through course evaluations, reports, and observations to describe perceptions of personal and professional usefulness and applicability, as well as challenges.

Participants reported using wellness concepts personally and professionally and perceived personal development in communication and leadership. Participants and faculty identified internal and external supports and barriers to transitioning into the role of wellness coach.

The paper presents a replicable model which taught frontline workers wellness concepts that benefit themselves and consumers and helped participants identify ways to expand capacity within their mental health agencies.

Social and economic trends toward local governance form the context for health and mental health policy and the reorganization of care systems for cost-containment in the United States. Local management of public–private collaborations is promoted by state agencies as a means of rationalizing mental health care and community support services. This chapter analyses the local process of developing public–private partnerships for mental health care, based on an ethnographic case study of county Mental Health/Mental Retardation and behavioral health committees and coalitions in Texas, from 1995 to 2001. Following this period, local service agencies continued collaboration to increase community awareness and resources for care. Findings were that while the rapid transition to local control under conditions of reduced resources impeded implementation of a public–private mental health care system, commitment to a service safety net for persons with mental disabilities was sustained.

Posits that collaboration in the UK is either recommended as good practice or enshrined within legislation as a necessity. Chronicles that there has been a sustained growth in the number of formal and informal collaborative relationships between state agencies and market, voluntary and community sectors, as well as within and between state agencies themselves. Uses illustrative case study materials drawn from the authors’ research and consultancy experiences, particularly in the areas of inner city community based mental health, urban regeneration, policing, and child and adolescent mental health. Concludes that research has extensively been drawn on to illustrate the dilemmas that regularly arise when attempting to implement this policy objective.

This paper reports on the implementation and evaluation of the JOBS programme in Ireland. This is a training intervention to promote re‐employment and improve mental health among unemployed people that was implemented on a pilot basis in the border region of the Republic and Northern Ireland. Programme participants were unemployed people recruited from local training and employment offices and health agencies. The evaluation indicated that the programme was implemented successfully and led to improved psychological and re‐employment outcomes for the intervention group, lasting up to 12 months post‐intervention. This paper reflects on the implementation issues that arose in adapting an international evidence‐based programme to the local setting and considers the implications of the evaluation findings for the roll out of the programme on a larger scale.

The purpose of this paper is to examine how the role in offender mental health for the probation service described in policy translates into practice through exploring staff and offenders’ perceptions of this role in one probation trust. In particular, to examine barriers to staff performing their role and ways of overcoming them.

Qualitative secondary analysis of data from semi-structured interviews with a purposive sample of 11 probation staff and nine offenders using the constant comparative method.

Both staff and offenders defined probation’s role as identifying and monitoring mental illness amongst offenders, facilitating access to and monitoring offenders’ engagement with health services, and managing risk. Barriers to fulfilling this role included limited training, a lack of formal referral procedures/pathways between probation and health agencies, difficulties in obtaining and administering mental health treatment requirements, problems with inter-agency communication, and gaps in service provision for those with dual diagnosis and personality disorder. Strategies for improvement include improved training, developing a specialist role in probation and formalising partnership arrangements.

Further research is required to explore the transferability of these findings, particularly in the light of the recent probation reforms.

This is the first paper to explore how staff and offenders perceive probation’s role in offender mental health in comparison with the role set out in policy.

Due to the frenetic and dynamic working conditions ascribed to architecture, engineering and construction (AEC) project organizations, enormous research has addressed the poor mental health propensity of project management practitioners (PMPs). However, research has not considered the distant factors related to organizational design causing poor mental health. Therefore, this study addresses the problem by integrating institutional theory, agency theory and resource-based theory (RBT) to explore the relationship between organizational design elements: project governance, knowledge management, integrated project delivery, project management skills and mental health management indicators. Examples of mental health management indicators include social relationships, work-life balance and project leadership.

Purposive sampling method was adopted to collect survey data from 90 PMPs in 60 AEC firms in Australia. Structural equation modelling (SEM) was utilized to test the relationship between the variables.

The research found that project governance, knowledge management and integrated project delivery are positively correlated to mental health management indicators. However, the research finding suggests that project management skills have a negative impact on mental health management indicators.

The findings offer guidelines to AEC firms on achieving positive mental health management outcomes through concentration on project governance, knowledge management and integrated project delivery. It further calls for a reconsideration of existing project management skills causing poor mental health management outcomes.

The voluntary sector has an important role to play in the provision of services for people with mental health needs of lesser severity, thus complementing statutory services, as suggested by recent national policy. This article describes such a service for young homeless people, and discusses the perceptions of key stakeholders of the benefits and challenges of such a service. The service largely met the mental health needs of young people who would not have easily accessed statutory mental health services, and who fulfilled the criteria (low/moderate need) of the service. Challenges for the future included the different organisational cultures, the professional isolation of the mental health practitioners and the lack of operational and commissioning links with statutory mental health services.

This Overview article focuses on mental health services and, specifically, looks at some aspects of government policy that remain a challenge for managers and practitioners. In particular, new ways are considered of undertaking the assessment of need and a description is given of one initiative: benchmarking to help practitioners measure performance. Examples of new service models emerging as part of the primary care agenda are also highlighted.

Youth and young adults with emotional and/or behavioral difficulties (EBD) face particularly difficult challenges in their efforts to fit into adult roles and functions. The purpose of this chapter is to assist providers, educators, and administrators from the mental health, education, child welfare, justice/corrections, and adult service system sectors understand (a) a practice for improving the progress and outcomes for young people in transition, and (b) how this practice model is implemented in communities to impact the lives of youth in transition to adulthood. This is accomplished in two major parts in this chapter. The first part provides an overview of the Transition to Independence Process (TIP) model, a description of its status as an evidence-supported practice, and tools and strategies that support its implementation in communities and regions across North America. The TIP model is further illustrated through a description of how it is applied with a young person. The second part of the chapter provides an overview of implementation science, a description of how its strategies and tools can guide the implementation of an intervention or model; and an illustration of a large-scale TIP implementation initiative with collaboratives of agencies and schools. This chapter concludes with implications regarding the importance of having effective transition-to-adulthood models; and ensuring the implementation and sustainability of these to improve the progress and outcomes of youth and young adults with EBD.

Mental health reform needs to engage leaders across jurisdictions and governments/communities. This paper aims to describe the history leading to the establishment of the Australian National Mental Commission (the Commission) in 2012 and to identify opportunities/challenges in cross jurisdictional/sectoral reform of mental health services.

This case study is based on the observations of the author who has held lead state and national roles prior to leading the Commission. It sets the establishment of the Commission in the broader context of changing community attitudes, strong consumer/carer advocacy, increased financial support for mental health and establishment of state commissions.

Cross sectoral/jurisdictional reform needs leadership from government heads and central agencies. Risks relate to the need to effectively articulate state and national commissions and challenges accompanying multilateral stakeholders with high and often conflicting expectations, and tensions with other high priority issues that also require alignment between Federal and State leaders and agencies.

There may be potential bias based on the perspective of the narrator, and the benefits of direct experience in multiple jurisdictions.

The paper identifies critical success factors in the establishment/operation of the first national Commission and the establishment of relationships with state commissions, relevant to other cross jurisdictional bodies.

The paper provides an insight into the factors leading to the establishment of the first national Commission and its articulation with state commissions and the early operational challenges facing cross jurisdictional reforms in changing political climates.