Creating a collaborative, trusting and strategic environment among Chairs and CEOs.
The Brief
Future Leadership was engaged by the major health service in a rural region to facilitate the establishment of the Local Regional Health Network, enacting the Department of Health’s Health Services Plan.
The brief was to create a collaborative, trusting and strategic environment among Chairs and CEOs of participating health services, in a complex and historically challenging context, while at the same time, progressing the strategic requirements and imperatives for the department.
The Process
The engagement included a series of workshops and planning sessions designed to:
Build Desired Culture: The fundamental element of the assignment was to build a working culture of trust across the leaders who were encouraged by the previous system to compete for resources. This was achieved in workshops through deliberate action and critical conversations that accepted complexity and developed specific accountabilities that built trust.
Align Leadership: Commencing at the Board Chair level, facilitate the establishment and agreement on the network’s principles of operation, including transparency, shared expertise, and equality of voice across the network.
Define Priorities: Identify 12 early initiatives across the 4 Health Service Plan priorities. These included developing a regional clinical services plan and implementing virtual care models.
Clarify Roles: Determine the role of key stakeholders including Community Health Centres (CHCs), Aboriginal Community Controlled Health Organisations (ACCHOs), and Primary Health Networks (PHNs).
Build Roadmap: Establish a clear roadmap and next steps for implementation, including governance, communication protocols, and stakeholder engagement.
The Advisory Team's Impact Across Clients Through Survey Feedback
32% Increase in Self Awareness
Individuals’ awareness of motives, values, strengths and development needs
21% Increase in Motivation
Individuals’ motivation to apply learning, insight and further develop
27% Increase in Confidence
Individuals’ confidence in their abilities and impact as a leader
30% Increase in Role Clarity
Individuals’ clarity around success factors associated with their role
The Outcome
As the Health Services Plan continues to roll out, so continues the partnership with Future Leadership.
At the date of writing (Jul ‘25) the Network has shifted from holding an uncertain status, to one where clear principles and protocols have been developed and implemented, with the Chairs and CEOs working effectively and collaboratively together. The Department have recognised the positive shift in the Network, describing it as a model case study for Regional Networks.
The Network now has a clear structure and strategic direction, and more importantly, has established a consistent culture of trust, collaboration, and information sharing across the previously competing health services in the region.
The workshop helped clarify our shared principles and gave us a solid foundation to move forward collaboratively.
