ABSTRACT
The medical leader cannot over-emphasize the developmental journey of mental health and the transformation of care models that has not been readily replicated by many other medical specialities. Indeed, this impressive journey in mental healthcare since the closure of the asylums provides a good model for other specialities in relation to the management of long-term conditions. The years of providing mental health services in community trusts or acute trusts were probably aimed at de-stigmatizing and reintegrating both patients and psychiatrists, but unfortunately this often led to a ‘Cinderella service’, plagued by poor funding and a lack of priority. Therefore the development of separate mental health trusts in the last decade has meant that the speciality has benefited from a culture of robust management and innovative practice. Along with the task of creating new ways of working, this has led to a high number of mental health organizations meeting the challenge to become foundation trusts. A tough governance and financial regulatory structure means professionals in the field have had to become acutely businessminded and capable medical leaders and managers. Ironically, however, mental health foundation trusts are increasingly absorbing other organizations, namely community provider trusts. This is an interesting turnaround in the progression of this ‘Cinderella service’ and is lending an increasing sense of pride to the role of mental health medical manager.
