Page 3254 - Week 09 - Tuesday, 21 August 2018
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Minister Rattenbury and I are being regularly updated on the progress that ACT Health is making as we move towards 1 October 2018. A transition office is facilitating the program of work to create the two new organisations. The formation of two organisations means that some of the existing functions within ACT Health will either move or be restructured, while others will be required in both organisations. As a result, an area of focus for the transition office has been on the enabling functions of ACT Health. This will ensure that the organisations are appropriately resourced to perform their specific functions.
A steering committee formed by ACT Health executive leaders has been established to guide the progress of the transition and to ensure effective decision-making and governance. A number of working groups have also been formed, utilising the subject-matter expertise within the organisation to develop and progress detailed action plans to ensure that the transition will be conducted in a timely manner.
Importantly, the transition office has factored into its plan many opportunities for staff engagement and consultation. This is to minimise disruption to the workforce, increase understanding of the changes being made, and improve workforce readiness. A series of workshops has commenced with leaders across ACT Health to ensure strategic alignment with the vision and objectives of the change, to create a guiding coalition of change leaders, and to seek their engagement and input into the design of the organisations. A set of design principles has been developed to guide the development of the structures.
Last week more than 140 leaders from across ACT Health came together for a collaborative leadership event. They discussed the importance of their roles in positively leading ACT Health staff through this time of change. This event was an opportunity for leaders from across the broad spectrum of ACT Health to have input into the functional design of the two new organisations. A draft functional design of the two new organisations was discussed and refined. This was an important step in the design of the structures. Leaders also participated in process-mapping exercises in order to get a greater understanding of how the organisations will interact under various scenarios.
I am pleased that recruitment for the positions of Director-General, ACT Health and the Chief Executive Officer, Canberra Hospital and Health Service is progressing for two such key leadership positions. I look forward to the announcement being made in the near future following a national and international search.
Transparent and accountable decision-making will be key to the success of the transition program. The interim director-general has provided and will continue to provide regular updates to staff on the transition via staff bulletins, face-to-face forums and a dedicated intranet page. More detailed consultations around the structure of the two organisations will be conducted through the transition office in the coming weeks.
Over the past three months, the ACT Health leadership team has worked hard to improve the organisational culture, particularly through the re-accreditation process.
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