WA Health Misconduct Handling Procedures - Corruption and Crime ...

More documents

Recommendations

Info

… it’s such a small hospital that 99% [of misconductmatters] come through [to management] …(2) Staff “knew” when to raise or report a matter.… [the need to report] is informal, but it’s known – thehierarchy of the reporting structure directs them, theyknow …(3) There were close and trusted relationships between managersand staff.… being here longer you have personal relationships andknow you can go to [management to report] …(4) Managers made it practice to be visible and approachable.… people will tell me things, and I wander around and can“feel” what’s going on …(5) In this environment there was heightened awareness andcommunication.... people in a rural setting will talk more candidly, won’t letit go …[107] Despite the consensus view, there were some managers who were notconfident that they would find out about misconduct occurring.… people experiencing concern, but who have to live and workin that environment, are scared to speak up for fear of what willhappen …2.3.7.4 How Would I Deal with It?[108] In the main, managers indicated that in responding to a misconductmatter, they would refer to one or all of the following for advice, andproceed on that basis – the regional human resources office, their linemanager or, in a hospital setting, the hospital operations manager.[109] A number of managers believed there was a process to follow but wereunclear what it was. There were also those who would deal with amisconduct issue at their local level on the basis of their instinct and whowould only escalate the matter or “manage up” if resolution could not beachieved, or in those instances where they considered the issue wassufficiently serious.… sometimes a gut feeling tells you, you should react, but moresenior people might say “no, just wait” …[110] Of those managers who had an awareness of the requirement to reportmisconduct (either internally or to the Commission), there was no sensethat they understood the importance of reporting other than in terms of28
compliance, or that they had any greater understanding of how to handle amisconduct matter.… even those people who have been around for a long time likeme aren’t sure on reportable incidents, where I might take areally hard line on something someone else will say “jeez, that’snot that bad” …[111] A range of factors were raised in discussion as influences affecting amanager’s response to misconduct. Some of the more significant includedthose in the following list.(1) The manager’s level of management skill or experience.… you can move from a clinical setting into a managementsetting and it’s scary – often it’s without any managementtraining or experience …(2) The likely impact of their response on the delivery of the healthservice – the focus on and need to maintain service delivery, andthe affect on health outcomes.… resourcing issues mean that you might let something go …(3) The impact their response would have on their working andpersonal relationship with the staff member – there was oftencomment by managers that having a system and the interventionof an independent or third party in the process would assist.... lots of people who work for me I’m friends with outsideof work, so I prefer for someone else to investigate …[112] The review concluded that WACHS-Kimberley delivered a range ofservices to a large regional and remote area. It faced significantmisconduct risks, both in terms of the likelihood of misconduct occurringand its consequences.[113] WACHS-Kimberley did not have an effective misconduct managementmechanism to manage misconduct and the misconduct risks. Criticalweaknesses in WACHS-Kimberley’s approach to dealing with misconductincluded the following.(1) There was little awareness of the nature of misconduct or ofmisconduct risk as an organisational or management issue.(2) There was no risk management plan – misconduct was notidentified as a risk.(3) Training and education contained little reference to conduct ormisconduct.(4) Changes to the regional management structure and reporting linesfor the various health service streams complicated the approach tomisconduct management.29
Page 2 and 3: ISBN: 978-0-9805051-8-4© 2010 Copy
Page 6 and 7: RPHRoyal Perth HospitalSchedule 4 D
Page 8 and 9: 2.3.5 Identifying Misconduct ......
Page 11 and 12: EXECUTIVE SUMMARY[1] This report pr
Page 13: [11] The Commission examined the Se
Page 16 and 17: (b)(c)a public officer corruptly ta
Page 18 and 19: were three fundamental issues raise
Page 20 and 21: (3) Notwithstanding the work undert
Page 22 and 23: [25] The review shows these workpla
Page 24 and 25: subsequent review at WACHS-Kimberle
Page 26 and 27: Central to this is the need to comm
Page 29 and 30: CHAPTER TWOCOMMISSION REVIEW2.1 Sco
Page 31 and 32: … there is no specific training o
Page 33 and 34: identified misconduct, which it cat
Page 35 and 36: impartially as it should be if I [h
Page 37 and 38: (3) Training and education programs
Page 39 and 40: example, nurses or doctors) their e
Page 41: misconduct was occurring or not. Pr
Page 45 and 46: • the framework of policies relat
Page 47 and 48: [125] The review focused on actual
Page 49 and 50: … we started counting [Panadeine
Page 51 and 52: checks on the clinical aspect of ad
Page 53 and 54: (2) regional to district hospitals
Page 55 and 56: medication chart … sometimes it d
Page 57 and 58: Pharmacist plus support staff). The
Page 59 and 60: … I’ve checked our policy and p
Page 61 and 62: ... there probably is scope for abu
Page 63 and 64: … I have a heightened awareness [
Page 65 and 66: (b)The notion that the misconduct r
Page 67 and 68: (2) endeavoured to improve communic
Page 69 and 70: The available policies, guidelines
Page 71 and 72: 2.5.4.1 Risk Register Review[233] T
Page 73 and 74: approach is not adopted by SMAHS”
Page 75 and 76: emails each day … we’re busy cl
Page 77 and 78: temazepam … I asked the staff mem
Page 79 and 80: they were entitled to “take” fr
Page 81 and 82: … the hospital has got rid of the
Page 83 and 84: [287] Executives had varying views
Page 85 and 86: CHAPTER THREEISSUES RELEVANT TO THE
Page 87 and 88: issues raised and recommendations m
Page 89 and 90: [310] Several SHEF members raised t
Page 91 and 92: … sure, budget always plays a par
Page 93:
… I don’t know that it’s [Cor
Page 96 and 97:
• The Schedule 8 cupboard in whic
Page 98 and 99:
esuscitation room. There had been t
Page 100 and 101:
[363] Local level inquiries were ma
Page 102 and 103:
[373] The Commission is not critica
Page 104 and 105:
… a doctor was raiding the ED [em
Page 106 and 107:
• 78.4% of respondents were from
Page 108 and 109:
[384] Question 2: As an employee wi
Page 110 and 111:
• 81% of respondents indicated th
Page 112 and 113:
Management has demonstrated to me a
Page 114 and 115:
The Department of Health is serious
Page 116 and 117:
[408] Question 15: To whom within W
Page 118 and 119:
[414] Scenario 5: A junior doctor i
Page 120 and 121:
Criminal Code; there is also a risk
Page 122 and 123:
constitute misconduct and the syste
Page 124 and 125:
[438] The Commission also conducted
Page 127:
APPENDIX113
Page 131 and 132:
MISCONDUCT MANAGEMENT IN WA HEALTH:
Page 133 and 134:
YEAR MONTH MISCONDUCT-RELATED ACTIO
Page 135 and 136:
Page 137 and 138:
Page 139 and 140:
Page 141:
WA Health Organisational Integrity
Page 144 and 145:
Corporate Governance and Public Hea
Page 146 and 147:
Misconduct Resistance: Framework Ov
Page 148 and 149:
Progress: Completed InitiativesMisc
Page 151 and 152:
ENDNOTES1 In its response the Depar
Page 153:
34 Note in this section some totals
show all

WA Health Misconduct Handling Procedures - Corruption and Crime ...

Create successful ePaper yourself

Delete template?

Save as template?