Confidence, competence and commitment: Public Health England’s leadership and workforce development framework for public mental health

Jude Stansfield*

*Corresponding author for this work

Research output: Contribution to journalReview articlepeer-review

2 Citations (Scopus)

Abstract

Purpose – The purpose of this paper is to describe a national framework for leadership and workforce development in public mental health, published by Public Health England in 2015. Design/methodology/approach – It has been developed with national partners and the local public health workforce, responding to local need and national policy. It aims to build the capacity and capability of leaders and a workforce that is confident, competent and committed to: promoting good mental health across the population, preventing mental illness and suicide, and improving the quality and length of life of people living with mental illness. Findings – The framework outlines six ambitions for change and suggests the core principles and competencies needed in the workforce, and in leaders, to make that change happen, alongside practical actions. Practical implications – A call to action approach is used to gain commitment from strategic partners and key organisations. Planners and practitioners are encouraged to use the framework to inform the commissioning and delivery of workforce development. Originality/value – This is the first time a national framework for workforce development in public mental health has been published and as such it sets direction for national and local bodies and provides a practical approach to inform and influence action.

Original languageEnglish
Pages (from-to)180-184
Number of pages5
JournalJournal of Public Mental Health
Volume14
Issue number4
DOIs
Publication statusPublished - 21 Dec 2015

Bibliographical note

Publisher Copyright:
© 2015, Emerald Group Publishing Limited.

Keywords

  • Competence
  • Leadership
  • Mental health
  • Policy
  • Public health
  • Workforce

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