Page 3301 - Week 11 - Thursday, 11 November 2021
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significant effort focusing on communicating across the ACT public health system about the culture review.
This communication includes ensuring frontline staff are aware of and able to participate in the considerable work and broad range of initiatives that are directly linked to culture reform. The communications and engagement strategy supports ongoing discussions about effectively communicating and engaging with the workforce. We want to make sure that the changes that staff are seeing on the ground and the whole-of-system changes that are occurring as part of the culture review are communicated and that staff have opportunities to tell us what is happening for them.
We are using a range of communication channels to engage with our workforce on the culture journey, including the “Culture Connect” newsletter, the communique provided after oversight group meetings, as well as frequent internal and external messaging. Further communications channels are also being trialled. For example, CHS is shining a spotlight on the highly valued people working in the organisation and the organisation values and culture through social media platforms such as Instagram, Facebook and LinkedIn.
Innovative ideas are being trialled to support proactive communication amongst our professionals to improve two-way channels for messaging and feedback with staff. One such innovative program that is underway at CHS is Project Chatterbox. The objective of the program is to more effectively communicate information that will impact nurses and midwives in the workplace, and how our people can actively engage with initiatives. This is an example of working with staff to ensure that they are better informed about what is going on in an organisation and can be part of influencing the direction of future programs.
The next priority for the culture program is to use the range of communications channels more comprehensively to make the culture reform journey even more accessible to our workforce and the community.
Madam Speaker, Ms Renee Leon was engaged to undertake the second annual independent review of the culture review implementation. Ms Leon met with a range of key stakeholders and conducted focus groups with staff from across the public health system. Ms Leon presented her report to me late last month and I committed to tabling the second annual review report in the Assembly, as I did with Mr Reid’s inaugural annual review report in 2020.
Ms Leon’s key findings include that foundational work has progressed, with some strong messages about areas where we have made progress and improvements. The report also talks to areas where we need to focus our attention, including: continuing to embed the values in each organisation and that these need to be seen by staff to be lived at all levels; that we have more work to do to establish expectations of positive workplace behaviour and to build leadership and management capability to uphold those expectations in practice; that we need to continue to progress the development of clinical leadership capability and a willingness to listen and respond to frontline clinical staff to ensure that clinician engagement improves at all levels; that our work to establish a research strategy is a positive start but needs more focus and momentum; that the approach to research needs to be based in open and positive
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