Turnaround in an aged persons' mental health service in crisis: a case study of organisational renewal.
This case study demonstrates how leadership was harnessed to turn around a decline in the performance of an aged persons' mental health service - the Namarra Nursing Home at Caulfield General Medical Centre in Melbourne, Australia. In 2000 the nursing home faced a crisis of public confidence due to failings in the management of quality, clinical risk and human resources within the service. These problems reflected structural and operational shortcomings in the clinical directorate and wider organisation. In this article, we detail the process of turnaround from the perspective of senior executive managers with professional and operational responsibility for the service. This turnaround required attention to local clinical accountability and transformation of the mental health program from a collocated but operationally isolated service to one integrated within the governance structures of the auspicing organisation.
Stafrace
Simon
S
Bayside Health, Melbourne, VIC, Australia.
Lilly
Alan
A
D000368:Aged; D005851:Geriatric Nursing / Q000458:organization & administration / Q000592:standards*; D005852:Geriatric Psychiatry / Q000458:organization & administration / Q000592:standards*; D006707:Homes for the Aged / Q000458:organization & administration / Q000592:standards*; D006801:Humans; D007857:Leadership; D008605:Mental Health Services / Q000458:organization & administration / Q000592:standards*; D009735:Nursing Homes / Q000458:organization & administration / Q000592:standards*; D019982:Organizational Case Studies; D015279:Organizational Culture; D009936:Organizational Innovation; D011785:Quality Assurance, Health Care; D012941:Social Responsibility; D014739:Victoria