Enhancing Team-Work and Supportive Working Environment of the Admission and Transfer Processes in Rural Mental Healthcare Services Using Lean Philosophy
Journal of Public Policy and Administration
Volume 3, Issue 3, September 2019, Pages: 61-75
Received: Mar. 18, 2019;
Accepted: May 8, 2019;
Published: Oct. 20, 2019
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Brian Mayahle, Rural and Indigenous Mental Health Services, Central Queensland Hospital and Health Services, Queensland, Australia
Stephen Parnell, Central Queensland Hospital and Health Services, Queensland, Australia
Rob Rolls, Central Queensland University, Mental Health Discipline Head, Queensland, Australia
Anthony Welch, Central Queensland University, Deputy Dean of Research, Queensland, Australia
Jennifer Barr, Central Queensland University, Deputy Dean of Research, Queensland, Australia
Fumiso Muyambo, Disaster Management Training and Education Centre (Dimtec), University of the Free State, Bloemfontein, South Africa
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Aim: To improve team work through joint development of clinical processes between regional, rural community mental health teams and rural hospitals using Lean philosophy. Background: There was lack of clarity of the roles and responsibilities of staff in the admission of mental health consumers in rural hospitals and in their transfer to regional acute mental health inpatient unit. This resulted in cross departmental animosity in Central Queensland health services which further led to compromised provision of consumer care. The impetus of this paper; therefore, is to present the application of Lean to the admission process in rural mental healthcare services as well as transfer to the regional acute inpatient unit in order to enhance teamwork and supportive working environment to improve consumer outcomes. Methods: The study utilized a qualitative approach where an online survey monkey was used to capture an in-depth understanding of the perceptions and experiences of the hospital and mental health staff pre- and post-implementation of the new processes. Key results: The participants reported improved collaborative working among the staff which resulted in more effective care provision for mental health consumers. Conclusion: Lean philosophy was successfully applied in creating effective administrative and clinical processes in rural and remote mental health services. Joint development of procedures and processes enhanced adherence to standards, improved teamwork and, consequently, ameliorated consumer outcomes.
Lean, Hospital Admissions, Teamwork, Service Capability Framework, Patient Transfer
To cite this article
Enhancing Team-Work and Supportive Working Environment of the Admission and Transfer Processes in Rural Mental Healthcare Services Using Lean Philosophy, Journal of Public Policy and Administration.
Vol. 3, No. 3,
2019, pp. 61-75.
Copyright © 2019 Authors retain the copyright of this article.
This article is an open access article distributed under the Creative Commons Attribution License (http://creativecommons.org/licenses/by/4.0/
) which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.
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