Page 3936 - Week 11 - Thursday, 26 September 2019
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Work is also underway to re-establish positive relationships with our non-government organisation partners, in line with recommendation 6. NGOs are vital to service delivery in many areas, and it is very important that these relationships are strong and built on open communication. I have been pleased to hear from the organisations I have met with so far that, again, they are optimistic that things are improving.
Madam Speaker, the review acknowledged considerable challenges with leadership across the ACT public health system. Over the past 12 months, there has been an emphasis on ensuring that the right executives have been selected in the right roles to lead a contemporary health service across the ACT and support the strategic direction of the ACT public health system. I feel incredibly fortunate to have come into the role of Minister for Health with the leadership we now have in place. I will take a moment to acknowledge that the CEO of Canberra Health Services, Ms Bernadette McDonald, is in the chamber with us today.
The culture review recommended the introduction of an executive leadership and mentoring program to develop current and future leaders, which is recommendation 13. Planning for a specific program is underway but, in the meantime, there has been significant work done in identifying where executive staff need further support and working with them to ensure that they have the skills and capabilities to support their teams.
In line with recommendation 1 of the review, all organisations within the ACT public health system have been concentrating on reviewing organisational visions and values. Efforts have been focused on working with staff to identify and recognise organisational values, develop a vision and work towards embedding the values in all aspects of their work and interactions.
Canberra Health Services commenced this work in January, starting with the development of a shared vision for the organisation. Eighty staff from across CHS were trained and supported to have conversations with colleagues, patients and carers to develop the new CHS vision and role. On 14 May, the outcomes were announced, with CHS’s new vision being “creating exceptional health care together” and its role “to be a health service that is trusted by our community”.
The next step was to develop the shared values of the organisation and the behaviours that reflect those values. On 22 August, the CEO announced that, after more than 7,700 conversations, CHS staff have identified their values and associated core behaviours as:
1. We are Reliable—we always do what we say.
2. We are Progressive—we embrace innovation.
3. We are Respectful—we value everyone.
4. We are Kind—we make everyone feel welcome and safe.
The Health Directorate has also conducted values workshops and roundtable discussions to refresh its values. Recently, the director-general issued a call for new values champions who will play an active role in driving organisational change and
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