Page 3938 - Week 11 - Thursday, 26 September 2019
Next page . . . . Previous page . . . . Speeches . . . . Contents . . . . Debates(HTML) . . . . PDF . . . . Video
complex organisations. This will enable deliberate investment in a systematic methodology for facilitating, managing and sustaining cultural change.
The first phase of work will focus on the development of an ACT public health system culture change framework, an evidence-based model to inform a positive workplace culture in the healthcare setting. This model will be researched, developed and evaluated in the ACT based on international research and experience.
This represents a deliberate and considered approach to positively evolving the culture across our public health system. This will take time, but it is important if we are going to create long-term change. We are investing in a coordinated approach that is based on the best evidence available and informed by our people. The framework will inform specific initiatives from 2020 and enable improvements to be measured and reported on.
This work relates to recommendation 3 of the culture review, which proposed that the ACT public health system adopt a model or program for promoting a healthier culture based on the Vanderbilt University Medical Centre patient advocacy reporting system and co-worker observation reporting system. In undertaking the work to develop a system-wide culture framework for the ACT there will be a review and assessment of the Vanderbilt programs and others that have an existing evidence base.
The review made clear that in order for cultural change to be embedded across the ACT public health system a robust and strategic approach to communications needs to be adopted. Communication will be integral to the engagement and ongoing support of our staff in understanding the context of change and to identify the vision of our system in evolving a positive culture system wide.
A communications strategy has been developed that identifies our audiences and stakeholders and how, when and where they will be informed about the implementation of the recommendations from the review. This supports recommendation 20 of the review. Our objective is for the hardworking staff across our health system to feel safe, supported, valued and engaged. For that to occur, engagement has been and will continue to be frequent, guiding the workforce through meaningful change to improve the culture.
As I have outlined, two recommendations of the review have been completed—recommendations 17 and 18—and significant work is underway to address the remaining 18 recommendations. I am confident that with the leadership we now have in place and the goodwill of staff and stakeholders we will see a real, positive and lasting change in the workplace culture across our health system. This will be better not only for staff but also for patients, carers and stakeholders.
In closing I want to record my thanks to everyone in the ACT Health Directorate, Canberra Health Services, Calvary ACT and the many consumer, clinical, professional, union and community partners who are all pulling together to ensure that our system delivers both great health services and great places to work and train.
Next page . . . . Previous page . . . . Speeches . . . . Contents . . . . Debates(HTML) . . . . PDF . . . . Video