An adaptive governance approach to disaster-related behavioural health services

This paper explores the provision of disaster‐related behavioural and mental health (DBH) services as a problem of institutional collective action in the United States. This study reviews the challenges that providers have in surmounting multi‐organizational disconnects, unstable professional legiti...

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Bibliographic Details
Published in:Disasters 2012-07, Vol.36 (3), p.514-532
Main Authors: Andrew, Simon A., Kendra, James M.
Format: Article
Language:English
Subjects:
adaptive governance
Adaptive systems
Administrative procedure
Behavioural
Behaviourism
Boundaries
Collective Action
disaster behavioural health
Disaster Planning - organization & administration
Disasters
emergency management
Expectations
Frameworks
Governance
Government Agencies - organization & administration
Government and politics
Health
Health Care Services
Health management
Health policy
Health Problems
Health services
Health Services Needs and Demand - organization & administration
Humans
institutional collective action
Legitimacy
Management
Management science
Management systems
Medical service
Mental disorders
Mental health
Mental health care
Mental Health Services
Mental Health Services - organization & administration
Mental Health Services - supply & distribution
Norms
Procedures
Protocols
Public health
Recognition
Services
Social services delivery
Spheres
Studies
U.S.A
United States
United States of America
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Summary:This paper explores the provision of disaster‐related behavioural and mental health (DBH) services as a problem of institutional collective action in the United States. This study reviews the challenges that providers have in surmounting multi‐organizational disconnects, unstable professional legitimacy, ambiguous information, and shifting disaster needs in developing a system for delivering DBH services. Based on the adaptive governance framework, it argues that existing protocols such as the National Incident Management System (NIMS) and Incident Command System (ICS) may be helpful in advancing collective action, but that real progress will depend on a recognition of norms, expectations, and credentials across many spheres—in other words, on the ability of responders to continuously adjust their procedures and administrative boundaries for behavioural health institutions.
ISSN:0361-3666
1467-7717
DOI:10.1111/j.1467-7717.2011.01262.x