Volume 181 - Issue 10
Three Australian whistleblowing sagas: lessons for internal and external regulation
Authors: Francis Lannigan, Geoff Knight, Gary C Geelhoed, Alan Duncan, Peter Chauvel, Ian Hewitt and Peter Le Souëf
Med J Aust 2004; 181 (10): 580. || doi: 10.5694/j.1326-5377.2004.tb06462.x
Published online: 15 November 2004
Published online: 15 November 2004
To the Editor: We write in response to the article by Faunce and Bolsin on the lessons to be drawn from three Australian whistleblowing sagas.1 Their summary of events at King Edward Memorial Hospital, Perth, deserves comment.
Michael Moodie, the Chief Executive Officer (CEO) of King Edward Memorial Hospital, was also CEO of Princess Margaret Hospital for Children (PMH). He was stood down from PMH because of the concerns of workers in response to events at PMH unrelated to those at King Edward Memorial Hospital, as Faunce and Bolsin implied.
Moodie was the senior administrator charged by the government with ensuring that appropriate standards were in place and were being met. Staff at PMH believed he was unable to fulfil his brief, culminating in votes of no confidence from the PMH Clinical Staff Association, the PMH Medical Advisory Committee, and a petition signed by 80 PMH doctors.
References
- Faunce TA, Bolsin SNC. Three Australian whistleblowing sagas: lessons for internal and external regulation. Med J Aust 2004; 181: 44-47. IEJDHIFD