Although Director General Jacques Hendlisz loves to cook, his first passion is the Douglas—promoting its excellence, building its reputation, and guiding its evolution. We asked him, “What’s cooking?” in relation to his 2008-9 goals, and he responded with three “main courses”. They are:

• implementing the Mental Health Action Plan and improving access to cares and services;
• boosting funding for 2ndand 3rd-line services;
• continuing to evolve as an Institute and meet its status requirements.

Mr. Hendlisz, in regards to implementing the Mental Health Action Plan, what are the main challenges for 2008-9?

The first goal is to support 1st-line services by transferring appropriate skilled people to the 1st line. This is being accomplished through the leadership of Amparo Garcia and Jean-Bernard Trudeau, MD, in collaboration with our eight client-based programs. We must also make sure our psychiatrists support, and transfer knowledge to, 1st-line physicians.

A recent study by Douglas researcher Marie-Josée Fleury, PhD, noted that 1st-line doctors rarely speak with a mental health expert. Considering that approximately 25 percent of a 1st-line doctor’s clientele has mental health problems, we must provide these doctors with more support. Finally, we must continue to improve our 2nd- and 3rd-line services.

In regards to the need for increased funding for 2nd- and 3rd- line services at the Douglas, what is the current situation, and how will you address it?

We believe the Ministry has underestimated the funds we will need to provide 2nd- and 3rd-line services. This money is vital if we are to pay for the staff we require to fulfill our ambitious Institute mandates. These mandates include working within RUIS McGill to serve clients in the Montréal area and in outlying regions of Quebec, such as Nunavik and Abitibi-Témiscamingue, and to ensure transfer of knowledge to 1st-line physicians in all the geographic areas we serve. If we are to meet these needs, we must call upon the Ministry to boost our funding.

One of your primary goals is to ensure the Douglas evolves as an Institute and continues to meet Institute requirements. How willthis be achieved?

When the Ministry conferred Institute status upon the Douglas two years ago, it expanded our mandate in the areas of teaching, research, and technology assessment. We must continue to grow Douglas expertise in these areas while, at the same time, improving access to services.

We must also continue to meet the criteria assigned by the Ministry, in order to ensure we maintain Institute status. Shortly, we will provide the Ministry with a report on our progress, to demonstrate our success in this area.

We have a special challenge this year when it comes to teaching. Since the teaching aspect of our mandate has traditionally belonged to universities, we must renegotiate a new relationship with universities to solidify our role in this area.

The “Gazette” recently published an entertaining article on your Tuesday night “gig” as a cook at the Alex H Restaurant. Any similarities between working at the Douglas and in a restaurant kitchen?

Absolutely. Cooking staff must work well as a team, create a high-quality product, and serve their customers in the shortest time possible. When it comes to providing quality mental health services, the same rules apply. I am proud to say the Douglas team is doing an excellent job in each of these areas. Just as important, they’re looking for new ways to improve. They’re the “special ingredient” in the Douglas’ recipe for success.