❓ A WA parliamentary question scrutinizing the implementation of recommendations from a Futures Group report regarding management practices, staff training, and structural changes at the Swan Valley Centre, a mental health facility. The government's responses indicate action has been taken on most recommendations.
AnsweredQoN 5020Legislative Council
QuestionView source ↗
(1) Have performance standards been reviewed and set, and up to date job descriptions in line with authority clearly identified, recommended to be completed by the first quarter 2007 as outlined by the Futures Group in their report of December 2006?
(2) Have management been provided with training to ensure that all levels of managerial staff have the necessary skills to manage effectively, with ongoing provision and needs assessment, as recommended by the Futures Group in their report of December 2006?
(3) Has an effective performance management system for all staff, commencing at the most senior levels, been introduced and completed, as recommended to be completed by the second quarter 2007 by the Futures Group in their report of December 2006?
(4) If yes to (3), is this performance management system monitored by the Executive, as recommended by the Futures Group in their report of December 2006?
(5) If yes to (4)), what form of monitoring takes place?
(6) Have concerns about management style and practices with the managers concerned been raised by the Nursing Director, as recommended by the Futures Group in their report of December 2006, which was to have been completed immediately?
(7) If yes to (6), were their meetings recorded or documented in any way?
(8) Has the Nursing Director taken steps to ensure that the managers concerned have set clear standards of behaviour, as recommended by the Futures Group in their report of December 2006, which was to have been completed immediately?
(9) If yes to (8), are there clear standards of behaviour in written form?
(10) What method of monitoring adherence to the standards is taking place?
(11) Has the Nursing Director taken steps to ensure that staff have the necessary management skills, and provided training or coaching as needed, as recommended by the Futures Group in their report of December 2006, which was to have been completed immediately?
(12) Have the afternoon and night RN Level Three positions been relocated to the Emergency Department as CNS positions, as recommended by the Futures Group in their report of December 2006, which was to have been completed immediately?
(13) Have the RN Level Three roles on the unit been reassessed with a view to creating a more senior position providing on-site supervision and overall responsibility for the day to day direction and performance management of the unit, as recommended by the Futures Group in their report of December 2006, which was to have been completed by the first quarter of 2007?
(14) Has an assessment for flow on impact across the Health Service as a result of the proposed structural change, both in regard to other similar facilities and the immediate positions affected (RN Level Three and Nurse Director positions) been assessed by the Clinical Director and Director of Human Resources, as recommended by the Futures Group in their report of December 2006, which was to have been completed by the second quarter of 2007?
(15) Has a culture change and ongoing risk management program to embed changes and identify any further vulnerabilities been implemented by the Executive Group, as recommended by the Futures Group in their report of December 2006, which was to have been completed immediately?
(16) If yes to (15), how was the cultural change and ongoing risk management program undertaken?
(17) Has a new structure been put into place by the Executive Group, as recommended by the Futures Group in their report of December 2006, which was to have been completed by the second quarter of 2007?
(18) Do you refute that the brief for the Futures Group was to investigate the veracity of allegations of a culture of bullying at the Swan Valley Centre, and report to the Director of Human Resources, North Metropolitan Health Service?
(19) Do you refute that the Futures Group documented staff reporting of managerial practices including ‘correction that is delivered with yelling and screaming,’ perceptions of favouritism, and unfair treatment of those not in the ‘in group?’
(20) What is the name of the staff member located at the Swan Valley Centre who has responsibility for ensuring these recommendations are progressed?
(2) Have management been provided with training to ensure that all levels of managerial staff have the necessary skills to manage effectively, with ongoing provision and needs assessment, as recommended by the Futures Group in their report of December 2006?
(3) Has an effective performance management system for all staff, commencing at the most senior levels, been introduced and completed, as recommended to be completed by the second quarter 2007 by the Futures Group in their report of December 2006?
(4) If yes to (3), is this performance management system monitored by the Executive, as recommended by the Futures Group in their report of December 2006?
(5) If yes to (4)), what form of monitoring takes place?
(6) Have concerns about management style and practices with the managers concerned been raised by the Nursing Director, as recommended by the Futures Group in their report of December 2006, which was to have been completed immediately?
(7) If yes to (6), were their meetings recorded or documented in any way?
(8) Has the Nursing Director taken steps to ensure that the managers concerned have set clear standards of behaviour, as recommended by the Futures Group in their report of December 2006, which was to have been completed immediately?
(9) If yes to (8), are there clear standards of behaviour in written form?
(10) What method of monitoring adherence to the standards is taking place?
(11) Has the Nursing Director taken steps to ensure that staff have the necessary management skills, and provided training or coaching as needed, as recommended by the Futures Group in their report of December 2006, which was to have been completed immediately?
(12) Have the afternoon and night RN Level Three positions been relocated to the Emergency Department as CNS positions, as recommended by the Futures Group in their report of December 2006, which was to have been completed immediately?
(13) Have the RN Level Three roles on the unit been reassessed with a view to creating a more senior position providing on-site supervision and overall responsibility for the day to day direction and performance management of the unit, as recommended by the Futures Group in their report of December 2006, which was to have been completed by the first quarter of 2007?
(14) Has an assessment for flow on impact across the Health Service as a result of the proposed structural change, both in regard to other similar facilities and the immediate positions affected (RN Level Three and Nurse Director positions) been assessed by the Clinical Director and Director of Human Resources, as recommended by the Futures Group in their report of December 2006, which was to have been completed by the second quarter of 2007?
(15) Has a culture change and ongoing risk management program to embed changes and identify any further vulnerabilities been implemented by the Executive Group, as recommended by the Futures Group in their report of December 2006, which was to have been completed immediately?
(16) If yes to (15), how was the cultural change and ongoing risk management program undertaken?
(17) Has a new structure been put into place by the Executive Group, as recommended by the Futures Group in their report of December 2006, which was to have been completed by the second quarter of 2007?
(18) Do you refute that the brief for the Futures Group was to investigate the veracity of allegations of a culture of bullying at the Swan Valley Centre, and report to the Director of Human Resources, North Metropolitan Health Service?
(19) Do you refute that the Futures Group documented staff reporting of managerial practices including ‘correction that is delivered with yelling and screaming,’ perceptions of favouritism, and unfair treatment of those not in the ‘in group?’
(20) What is the name of the staff member located at the Swan Valley Centre who has responsibility for ensuring these recommendations are progressed?
AnswerView source ↗
Answered
18 September 2007
Responded by
Minister for Child Protection representing the Minister for Health
Response time
34 days
1. Yes, action has been undertaken.
2. Yes, action has been undertaken.
3. Yes. The performance development cycle occurs on a regular basis.
4. Yes.
5. Weekly meetings between the Swan Valley Centre (SVC) Executive and the Adult Program Clinical Director.
6. Yes.
7. Yes, performance management sessions are documented. (Note: excludes information sessions).
8. All staff members in the North Metropolitan Area Health Service (NMAHS) are subject to the clear standards of behaviour as detailed in the NMAHS Code of Conduct. An operational circular has been circulated to all Swan Adult Mental Health staff.
9. Yes.
10. All NMAHS staff members have access to public sector grievance procedures and consumers of the services have access to a complaints/compliments management process.
A SVC nursing forum commenced in October 2006.
11. Yes, action has been undertaken.
12. Yes. The after hours SRN level 3 staff are located in the Swan Emergency Department. Note: The staff spend a large proportion of their time assisting in the in-patient unit.
13. Yes, action has been undertaken.
14. Yes.
15. Yes, action has been undertaken.
16. Area support for the supervision of HR processes is in place. Procedures for the automatic reporting of risks have been established and built into the management structure.
17. The NMAHS Mental Health Adult Program has committed to a review of management structure. This will include the SVC.
18. The Brief was to investigate the veracity of allegations raised regarding the closure of beds in the SVC because of staff shortages resulting from a culture of bullying in the facility, and then report to the Director, Human Resources and the Clinical Director Mental Health Adult Program North Metropolitan Area Health Service on the findings and recommendations for rectifying the situation.
19. This matter was detailed in the Futures Group report.
20. Swan Mental Health executives have responsibility for ensuring different components of these recommendations are progressed. Acting Adult Program Clinical Director, Dr Nathan Gibson, has oversight responsibility for ensuring that the agreed recommendations are progressed.
Notice: This document is created or edited using unregistered or evaluation copy of rtLib valid for testing or development purposes only. To use it for productive or any other purposes please register it. You may purchase the license on
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2. Yes, action has been undertaken.
3. Yes. The performance development cycle occurs on a regular basis.
4. Yes.
5. Weekly meetings between the Swan Valley Centre (SVC) Executive and the Adult Program Clinical Director.
6. Yes.
7. Yes, performance management sessions are documented. (Note: excludes information sessions).
8. All staff members in the North Metropolitan Area Health Service (NMAHS) are subject to the clear standards of behaviour as detailed in the NMAHS Code of Conduct. An operational circular has been circulated to all Swan Adult Mental Health staff.
9. Yes.
10. All NMAHS staff members have access to public sector grievance procedures and consumers of the services have access to a complaints/compliments management process.
A SVC nursing forum commenced in October 2006.
11. Yes, action has been undertaken.
12. Yes. The after hours SRN level 3 staff are located in the Swan Emergency Department. Note: The staff spend a large proportion of their time assisting in the in-patient unit.
13. Yes, action has been undertaken.
14. Yes.
15. Yes, action has been undertaken.
16. Area support for the supervision of HR processes is in place. Procedures for the automatic reporting of risks have been established and built into the management structure.
17. The NMAHS Mental Health Adult Program has committed to a review of management structure. This will include the SVC.
18. The Brief was to investigate the veracity of allegations raised regarding the closure of beds in the SVC because of staff shortages resulting from a culture of bullying in the facility, and then report to the Director, Human Resources and the Clinical Director Mental Health Adult Program North Metropolitan Area Health Service on the findings and recommendations for rectifying the situation.
19. This matter was detailed in the Futures Group report.
20. Swan Mental Health executives have responsibility for ensuring different components of these recommendations are progressed. Acting Adult Program Clinical Director, Dr Nathan Gibson, has oversight responsibility for ensuring that the agreed recommendations are progressed.
Notice: This document is created or edited using unregistered or evaluation copy of rtLib valid for testing or development purposes only. To use it for productive or any other purposes please register it. You may purchase the license on
http://www.rtlib.com
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