Page 1483 - Week 05 - Thursday, 13 May 2021
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committed workforce who are striving to ensure that the ACT public health system is prepared for future challenges, and our progress with culture change will enhance our capability to respond to those challenges.
The renamed culture reform oversight group, which I chair, has met on nine occasions to oversee the implementation of the recommendations of the final report. The group comprises representatives of three ACT public health system organisations, union groups and the Health Care Consumers Association. The culture review implementation steering group, chaired by the Director-General of the ACT Health Directorate, has met 19 times and comprises further stakeholders who are facilitating implementation of the recommendations of the review.
Culture change requires a collaborative effort, and we continue to engage with key stakeholders from across the health system through a range of other forums as well, including the Non-Government Organisations Leadership Group, the Clinical Leadership Forum and the Professional Colleges Advisory Committee, which is actually meeting now, and I will be heading over there after we finish this debate.
Across the system we are establishing strong foundations to ensure success. All three organisations in the ACT public health system continue to embed and incorporate their vision, values and desired behaviours into organisational and people-related practice. This has included integration into organisation-wide strategic planning, and coming down to division and business unit planning.
In 2019 we established a partnership with the Australian National University’s Research School of Management to develop, through co-design, the ACT Public Health System Workplace Culture Framework. This provided an evidence-based approach to inform organisational and cultural change and is serving as our road map to culture reform. This has been an important part of our investment in a systematic and coordinated approach to improving the “people” aspects of ACT public health services.
The workplace culture framework is designed to act as a model to develop and implement evidence-based practices that foster respect, inclusion and trust. It guides each organisation’s approach to key cultural changes. It supports the system in the delivery of high-quality health care to our community, and the goal of being an employer of choice both now and into the future.
We are strengthening the support networks available to staff by mapping the respect, equity and diversity contact officer network. We have mapped the complaints and grievance process within each organisation to ensure that there is a consistent application of relevant policies and role clarity across the system. Action plans have been developed by the three organisations to ensure that processes and procedures are efficient. The organisations have reviewed governance frameworks and structures to support effective and timely decision-making for our staff.
In Canberra Health Services there has been a focus on providing managers with the knowledge and skills to effectively manage inappropriate workplace behaviours. At Calvary Public Hospital Bruce a significant investment has been made in reviewing
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