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.
