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Publication date: 1 April 2008

Richard Beinecke, Allen Daniels, Janet Peters, Sally Pitts‐Brown, Sonia Chehil and Zoe van Zwanenberg

As part of the 2007 International Initiative for Mental Health Leadership (IIMHL) Leadership Exchange and Conference, an international group of professionals met at the University…

64

Abstract

As part of the 2007 International Initiative for Mental Health Leadership (IIMHL) Leadership Exchange and Conference, an international group of professionals met at the University of Cincinnati in Ohio. The focus of this exchange was the behavioural health workforce, leadership projects, and models of leadership and policy. As a part of this leadership exchange the working group (Cincinnati Group) developed the following action plan. The group set as our agenda the production of some tangible projects and useful guidance for IIMHL. These are summarised in this article.

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International Journal of Leadership in Public Services, vol. 4 no. 1
Type: Research Article
ISSN: 1747-9886

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Article
Publication date: 1 December 2008

Janet Peters and Sally Pitts‐Brown

The Executive Leadership and Management Programme (ELMP) and the advanced programme (AELMP) were founded in New Zealand in 2004. The Blueprint Centre for Learning was contracted…

105

Abstract

The Executive Leadership and Management Programme (ELMP) and the advanced programme (AELMP) were founded in New Zealand in 2004. The Blueprint Centre for Learning was contracted by the then Mental Health Workforce Development Programme to develop and deliver a leadership and management programme for staff in the mental health and addictions sector. The programme is now managed under Te Pou (the National Center for Mental Health Research, Information and Workforce Development). The Blueprint Centre for Learning is the only New Zealand Qualifications Authority (NZQA) and ISO 9001 accredited training provider focusing on mental health in New Zealand. Blueprint's focus is on ‘living the learning' and the organisation has a spirit of ‘passion for people and potential’. While some basic statistics indicate the success of the programmes, it is timely to conduct a more in‐depth qualitative evaluation of them. Thus, the aim of this project was to examine the outcomes (personal, professional and organisational) perceived to have occurred as a result of attending the programmes.

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International Journal of Leadership in Public Services, vol. 4 no. 4
Type: Research Article
ISSN: 1747-9886

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Article
Publication date: 1 December 2008

62

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International Journal of Leadership in Public Services, vol. 4 no. 4
Type: Research Article
ISSN: 1747-9886

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