Bullying was accepted: Reports damn BHS workplace culture

The reports, released yesterday, found that BHS staff had consistently reported experiencing bullying; inappropriate behaviour; favouritism and nepotism; unjustified retribution, biased and partial recruitment; excessive workloads and workloads used as punishment; sexist, sectarian and racist abuse and personal harm.

None of those things should exist in an organisation today, and the board is absolutely determined that we will change the culture, said Rowena Coutts.

It wasnt immediately apparent, certainly to the people it should be apparent to, the extent of (the problem), or even that the problem existed.

Ms Coutts said foremost among the reforms would be a system of protected disclosure for staff, with independent experts assessing all complaints.

It will give people not only the opportunity to report bad behaviour, whether they receive it or they're a bystander - but also good behaviour. We want to empower people and give them the opportunity to speak up.

The whole process was not about trying to name individuals and apportion blame. It was actually to test the workforce culture. And weve found that, unfortunately, in some areas, that the workforce culture is poor.

A structural review of BHS will begin with the Adult Mental Health Services and human resources departments. The AMHS was the subject of a specific report itself, and Ms Coutts said mental health staff will be given the opportunity to be part of the review.

The report found the former CEO Andrew Rowe had fully trusted the executive director of AMHS Tamara Irish, both of whom have since resigned from BHS.

The report makes no mention of who committed the bullying but is highly critical of the way complaints were handled including where complainants were portrayed as troublemakers.

Ms Coutts said the board of BHS will now take a more active role in its relationship with the executive.

For two reasons weve had a number of resignations, so the executive team will look very different; and weve got a new CEO, and he will stamp his authority on that executive. I expect that the way we interact with the executive will be different, said Ms Coutts.

Ms Coutts said that any protected disclosures by staff will go to the current CEO, Dale Fraser but they will also be seen by the board.

It has to be a safe workplace for our staff. We want to be transparent.

Ballarat Health Services board chair Rowena Coutts doesnt believe patient care was compromised by the organisations dysfunctional mental health service revealed in a scathing consultants report on Thursday.

Ms Coutts said the dedicated workforce continued to work at a professional level in spite of the difficulties they were having.

However, the Peacemaker ADR report by consultant Susan Zeitz says poor management practice (was) replicated, supported and enforced to the detriment of the mental health service.

That this (bullying) culture arose, persisted and became its own form of normal is disquieting and confronting.

A culture of disrespect and bullying has permeated all levels of the mental health services. Poor behaviour has become acceptable and, where it occurs, has not been consistently addressed.

She also said there were inadequate resources, a lack of support, limited training, high staff absenteeism, a heavy workload, ongoing disputes between individual managers and no relationships with tertiary training organisations, restricting professional development.

The report, which included discussions with current and former employees of the adult mental health service, says many had anxiety, stress and depressive illnesses, with several breaking down during their interviews.

All identified a significant deterioration in the workplace culture, morale and behaviour over the last few years.

In particular, they describe bullying and negative behaviour in the workplace, increased adverse impacts on personal health, poor management and inadequate resources and lack of support as their common experience of working in the mental health service.

Ms Coutts said if it was found from the confidential individual reports that patient care had been compromised, it would be reported to the new chief executive officer Dale Fraser and the board and taken further.

She also said an overall structural review would initially focus on mental health services and human resources, with staff to take part in the discussions.

Its part of our consultation review. We want the best model of practice.

Ms Coutts said the board had previously raised concerns about staff survey responses but were told the proper processes were in place.

There was always a zero (bullying) tolerance from the board who believed the HR processes were in place, she said.

But the processes were found to be inadequate and often not even followed.

The report goes on to say the mental health unit executive director position was fully trusted by the chief executive officer.

Those who sought to raise issues were portrayed as out of touch or troublemakers.

Ms Coutts has vowed to reform the organisation throughout, beginning with the troubled Adult Mental Health Services Unit and human resources.

The first report by Justitia Lawyers and Consultants interviewed more than 200 BHS staff and found the sheer volume and consistency of inappropriate behaviour, favouritism, bullying and other workplace deficiencies was confronting.

The second report, by Peacemaker ADR into the Adult Mental Health Services unit, described bullying and negative behaviour in the workplace, increased adverse impacts on personal health, poor management and inadequate resources and lack of support.

Neither report has been released in its entirety but rather the executive summaries.

Ms Coutts said the BHS board was committed to making the workplace open, transparent and safe for staff, and that whistleblowers would be protected and not vilified.

She also said she did not believe patient care had been compromised by the ongoing and widespread bullying culture.

We have received confidential reports, and if in any part of those reports there is a suggestion that patient care has been compromised, they will be fully investigated by the CEO, and he in turn will be reporting to the board, Ms Coutts said.

Ms Coutts said the board had previously raised concerns about staff survey responses but were told the proper processes were in place.

I dont have any idea what (the former CEO) was receiving; all I can say is the process has been found to be deficient, and we have every intention of rectifying the process.

Ms Coutts was adamant the board would be more aggressive in its interactions with the executive management into the future.

We have a virtually new board, we have a brand new CEO, we have a really dedicated and committed workforce who have worked throughout this.

We need everyone to be of one mind on this.

BHS now plans to establish a people and culture board sub-committee to oversee the reports recommendations.

It will also include a capability audit of the board and executive; an organisational structure review and a new complaints manager position reporting directly to the CEO.

There will be enhanced training of all staff to include workplace behaviour; enhanced Employee Assistance Program for all former staff interviewed for both reports; and a protected disclosure process to allow staff to report inappropriate behaviour.

Acting Health Minister Martin Foley said he had zero tolerance for bullying and harassment in the health system.

... it is my expectation that all of our healthcare workers are able to do their jobs in a safe and respectful environment, Mr Foley said.

Anything less is completely unacceptable. I appreciate the openness of the Ballarat Hospital Board for examining this issue in great detail and am confident their plan will achieve positive results and provide a safe environment for staff and patients.

Ms Coutts said she believed both the board and executive management would be more transparent, both with staff and the public, going forward.

She said the new board members and new executive would bring an opportunity to reinvigorate the organisation in a positive and collaborative way.

Together we believe that we will have an optimistic future, she said. We will have stamped out, as far as we are able to stamp out, bullying.

THE FULL REPORT CAN BE READ HERE