Western Australia's Mental Health Commission
| Published date | 30 November 2012 |
| Pages | 229-237 |
| Date | 30 November 2012 |
| DOI | https://doi.org/10.1108/13619321211289308 |
| Author | Lesley van Schoubroeck |
| Subject Matter | Health & social care |
Western Australia’s Mental Health
Commission
Lesley van Schoubroeck
Abstract
Purpose – Machinery of government changes and budget strategy are powerful levers to drive reform
in the public sector. The purpose of this paper is to describe the rationale, progress and challenges in
the establishment of Western Australia’s Mental Health Commission in 2010 with policy, planning and
purchasing powers to drive reform.
Design/methodology/approach – This case study is based on the observations of the author who had
a lead role in the establishment of the Commission over its first two years. It sets this reformin thecontext
of the whole of government reforms as well as demands for reform from stakeholders within the mental
health sector.
Findings – It is demonstrated that externally imposed change is often necessary to fundamental reform.
However, it also comes with risks of alienation of key stakeholders in powerful roles and an
under-estimationof the factors that will hamper change. Central government support has been essential
to the establishment of the Commission.
Research limitations/implications – The paper relies on the observations of a key participant in the
reform process. This brings the limitations of potential bias as well as the strength of understanding that
is difficult for outsiders to access.
Practical implications – The paper identifies some of the practical strategies that mitigate the risks
associated with system change.
Social implications – This reform has been useful to showcase a range of other social policy reforms
demonstrating the opportunities that strong political leadership offers when linked to policy and
administrative change.
Originality/value – This analysis of the progress of reform highlights a range of issues that can inform
other governments and community stakeholders undertaking major reform in the public sector as well as
particular issues for reform in mental health.
Keywords Organizational change, Leadership, Collaboration, Machinery of government,
Quality assurance, Mental health services, Australia
Paper type Case study
Introduction
When the State Liberal National Government of Western Australia (WA) came into office in
October 2008, implementation of its reform agenda for mental health and for greater
effectiveness in the public sector commenced on separate trajectories. By the end of 2011
they were inextricably linked with synergies that provided the necessary momentum and
support that helped the mental health agenda navigate minefields encountered by previous
attempts at fundamental reform.
The purpose of this paper is to describe the rationale, progress and challenges in the
establishment of WA’s Mental Health Commission (MHC-WA) in 2010 with policy, planning
and purchasing powers to drive reform.
DOI 10.1108/13619321211289308 VOL. 17 NO. 4 2012, pp. 229-237, QEmerald Group Publishing Limited, ISSN 1361-9322
j
MENTAL HEALTHREVIEW JOURNAL
j
PAGE 229
Lesley van Schoubroeck is
based at the Mental Health
Commission, Perth,
Australia.
First and foremost, the author
would like to acknowledge and
express her sincere
appreciation to the consumers,
their families and carers who
have shared their experiences,
successes and frustrations with
her over the past two years.
The author also acknowledges
the many people who work in
the mental health sector and
have contributed to the reform
agenda. The views expressed
here are the author’s alone and
do not necessarily reflect the
views of the MHC-WA or the
government of WA.
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