Redesigning Mental Health Services
Star Health, a leading community health services provider based in Victoria.
Significant changes impacting community mental health services in Victoria meant that Star Health’s mental health service needed to be reviewed and, potentially, reconceptualised. This led Star to consider the future of its mental health service to ensure that whatever it undertook in the future was both viable and impactful for the community that it serves.
WHY IMPACT CO?
We were engaged to help assess and reconceptualise Star’s future mental health service based on:
Our approach to facilitating innovative thinking, which encourages people to think creatively
Our deep understanding of the policy and programmatic changes affecting the mental health, health and disability sectors, including the practical impact of these for organisations
Our agile coaching and mentoring support services, supporting strategic change management.
Working collaboratively with key members of the Star Health mental health service, we undertook a detailed study of Star’s current mental health service. At the heart of this was a detailed consumer journey mapping exercise, which provided Star with deep insight into the experience of its consumers. This was supplemented by a detailed review of Star’s existing mental health services.
Overlaying the above information with the rapidly evolving policy and service environments and with input from key members of the Star Health team, we prepared a blueprint for an integrated and comprehensive mental health service for Star Health.
Complementing the design of the service blueprint, Impact Co. provided Star’s senior leaders with bespoke leadership support and coaching. This was designed to support the leaders to deliver on the transformational change set out in the blueprint.
Our project recommendations provided Star Health with a working blueprint that has provided the mental health service with a platform from which to transform its services, cognisant of the ever-evolving community mental health sector landscape.
This blueprint has also enabled Star to prioritise is activities, having recognised that it cannot (and should not) pursue all new funding and service opportunities; rather it should commit to focusing on the consumers and the services that it can best support and deliver.
LEARNINGS FOR OTHER ORGANISATIONS:
Responding to continued change requires organisations to be clear about what they are good at and what is valued about what they do. By knowing this, organisations can bring focus to their strategy, ensuring that they don’t pursue opportunities where they are not well suited.
Significant strategic shifts will inevitably impact the way an organisation does business – from the consumers it serves to the individuals it employs. To manage such change effectively, leaders must be well supported by being given opportunities to reflect and receive feedback on how the change is being managed.